Lean practice applies to all work, everyone, every day, all day.
As often happens, I was introduced at a company event recently as an "expert." I've never been fond of the term. Lean thinkers prefer to focus on gathering experience, learning from it, and applying it to the problem at hand. The notion of experts, often authorized through a certification process, too often devolves into an approach to improvement in which teams of experts swoop in to "do improvement to" the people who are trying to do the work, the frontline value-creating work of the business.
Though expertise gained through experience and events is a part of lean approaches to improvement and learning, lean practice is neither an expert nor an event model. Lean isn't lean if it doesn't involve everyone, every day, all day.
So I find it useful to ask myself, has everyone in my group practiced lean today? Have I?
Learning From The Sensei Way at Work
Seek perfection by cultivating a daily discipline of mindfulness, whether in lean practice or Buddhist training, writes John Shook in his foreword to a new book by Dan Prock.
What are the Three A's of the A3?
John Shook explains the three A's of the A3 in this video clip from the presentation that he and Lisa Yerian, chief improvement officer at Cleveland Clinic, delivered at LEI's Virtual Learning Experience.
Are You Ready for the Next Crisis?
We think the presence of a robust, socio-technically balanced lean management and operating system—based on the Lean Transformation Framework—was invaluable in helping Cleveland Clinic handle the challenges arising from the pandemic, write John Shook and Lisa Yerian.